Harvard Business Review

OCTOBER 26, 2017

This organization had hired us to administer 360-degree feedback assessments for roughly 4,000 leaders, and agreed to let us use that data for this analysis. We focused on two items that have stood out to us in over 10 years of administering 360-degree assessments with over 1.5

360-Degree Feedback 8

360-Degree Feedback Diversity Dunning Analysis 8

Harvard Business Review

FEBRUARY 4, 2014

How did you perform in managing a major project? Many companies provide you with so-called 360-degree feedback based on anonymous surveys from your boss, peers, and direct reports. How does one navigate the “political thicket” in the company to get things done at the senior level? Did you hit your numbers?

Career 9

Career 360-Degree Feedback Mentor Long-term 9

Harvard Business Review

JULY 6, 2017

While her goal was to increase her political savvy, she also expressed interest in delving into the root of the issue, namely her proclivities to defer to authority and shy away from the spotlight. Through coaching, she learned to project a powerful demeanor that was genuine and compelling.

Execution 14

Execution 360-Degree Feedback Executive Coaching Sample 14

Harvard Business Review

JANUARY 9, 2017

Among the various core ingredients of talent and career success, few personal qualities have received more attention in the past decade than emotional intelligence (EQ), the ability to identify and manage your own and others’ emotions. Sometimes it can feel like you’re working on an island managed by six-year-olds.

Emotional Intelligence 8

Emotional Intelligence Self-aware 360-Degree Feedback How To 8

Harvard Business Review

FEBRUARY 4, 2013

Using 360-degree feedback data over a 12- to 18-month period, we were able to track what, exactly, the leaders who'd made the most significant progress were doing. It's easy for leaders to become preoccupied with work demands and internal politics and become oblivious to what's happening in the outside world.

360-Degree Feedback 10

360-Degree Feedback Cooper Learning-by-Doing Skills 10

The Practical Leader

FEBRUARY 15, 2023

Change management processes create more rigidity and less agility. Some topics and discussions are politically charged and avoided. Inward and top-down organizations often make customers do the Bureaucratic Boogie. Meeting frequency and processes follow same old routines. How Are Your Meetings Reflecting or Reinforcing Your Culture?

Agility 131

Agility Emotional Intelligence Goleman Participative 131

Harvard Business Review

JANUARY 14, 2015

The politics of office life seldom fail to flummox and frustrate the top female executives my partners and I coach and train. In 2013, we conducted a number of interviews and surveyed 270 female managers in Fortune 500 organizations to determine what they liked and disliked about business meetings. HBR Guide to Office Politics.

Politics 8

Politics Strategy 360-Degree Feedback Mentor 8